19
iv
Translating Human Resource Challenge in a book entitled
Strategic Human
Resource Management
describes the process how to determine the appropriated
meaning in the target language in the passive voice case while translating Human
Resource Challenge in a book entitled Strategic Human Resource Management
while conducting the job training in PT. INTI.
Descriptive is the method used in this paper that focused on describing the
data with an accurate interpretation. The description is focused on how to transfer
the meaning in passive voice. The technique of collecting data is by observation,
whereas the data are obtained by selecting some passive voice.
The result of this analysis shows the main focus on the passive voice has
to be known comprehensively before it is translated to the target language. To get
natural translation, the structure of passive voice in the source can be maintained
or changed into active voice.
v
Translating Human Resource Challenge in a book entitled Strategic Human
Resource Management
memaparkan proses bagaimana menentukan makna yang
sesuai dalam kalimat pasif dari bahasa sumber dalam proses penerjemahan
Human Resorces Challenge dalam buku Strategic Human Resource Managements
di PT. INTI.
Metode yang digunakan dalam laporan ini adalah metode deskriptif,
dimana data dideskripsikan dengan pemaparan yang akurat. Pejelasannya berisi
mengenai cara mentrasfer makna dalam kalimat pasif. Teknik pengumpulan data
diperoleh dengan teknik observasi yang datanya diambil dari contoh kalimat pasif
yang mewakili kalimat pasif lainnya.
Hasil dari analisis ini menunjukan bahwa fokus utama dalam kalimat
pasif harus diketahui terlebih dahulu sebelum diterjemahan ke dalam bahasa
sasaran. Untuk mendapatkan hasil terjemahan yang natural, struktur kalimat
pasif dalam bahasa sasaran dapat dipertahankan atau diubah ke dalam kalimat
aktif.
vi
The paper entitled
Transferrring Meaning of Passive Voice in
Translating Human Resource Challenge in a Book Entitled Human Resource
Management
finally can be finished to fulfill one of credit in 7
thsemester. The
paper hopefully gives a valuable for the readers and also for the writer on the
coming days. In the process of conducting the paper, there are people who give a
lot of supports for the writer. As the appreciation, the writer would like to thanks
to them as follows:
1. The Dean of Faculty of Letters, Prof. Dr. Moch. Tadjuddin, M.A.,
2. The Head of English Department, Retno Purwani Sari, S.S., M.Hum., for
the encouragment for the students in 2007 class,
3. My Advisor, Nungki Heriyati, S.S., M.A., for giving the suggestion and
encouraging the writer to finish the paper,
4. The Coordinator of Job Training, Tatan Tawami, S.S., for the guiding and
giving the direction for all students who conducted the job training,
5. The Manager of Quality Management of PT. INTI, Mr. Mochamad
Djaelani, for the guiding while the writer conducting the job training.
Bandung, 25
thNovember 2010
THE COMPANY PROFILES OF PT. INTI
Located in Bandung, West Java with 695 employees (on March 2009),
PT.
INTI
(Indonesian
Telecommunication
Industry)
has
involved
in
telecommunication business for 35 years. INTI main customers includes "The Big
Four" Indonesian telecommunication operators; Telkom, Indosat, Telkomsel and
XL.
Since
the
growth
of
convergence
technology
trends
between
telecommunication technology and information technology (IT), INTI has
transformed its business orientation from pure manufacturing based industry to be
system solution based industry, especially in the information and communication
system and technology integration area.
At the last two years INTI gives the solution to fix cellular network and
developes new products such as IP PBX, NMS (Network Management System),
SLIMS (Subscriber Line Management System), NGN Server, VMS (Video
Messaging System), GPA (General Purpose Agent, SNMP based control and
monitoring tools), Interface Monitoring System for CDMA network and Disaster
Forecasting and Warning System.
In 2009, PT. INTI look for the new business chance in IT industry,
includes the opportunity to deliver one of Indonesia biggest dream and challenge,
the cheap notebook. It has become a big challenge for PT. INTI.
Status of the Company
PT.INTI is the public company operated by the organizer of Strategic
Telecommunication
Industries.
It
focuses
on
the
development
of
telecommunication device. PT. INTI is the independent company stated by the
status of
Ltd.
and accompany with other Telecommunication Companies on its
operational.
Strategy of the Company
Vision
Being the first choice for the customers in transforming dream to reality is
the vision of PT. INTI.
Mission
Focusing the business on the activities of engineering services appropriate
with the specifications and consumer demand
Maximizing the value of the company and seeking growth that is
sustainable
Serving as a main drivers in domestic industry development
Terms of Work
PT INTI (Persero) has handled the trade of products and services for
developing telecommunication infrastructure. The three kinds of job included are:
1. Fixed Telecommunication Networking (JTT)
2. Wireless Telecommunication Networking (JTS)
3. Integration Technology Services (JIT)
Besides, for the development of products and services in the future, PT.
INTI also focuses on engineering service such as hardware products that
out-sourced into the competitive global vendor. Those are:
1. Information and communication system: Networking Management,
Hardware and Software Development, Maximum Networking , and
Solution of Information Technology
2. Integrated Technology: Management of Developing Project, Networking
Design, Logistic Integration Related to The Science, Integration of
Communication System, and Application Services Provider
Branch Office
Wisma Bisnis Indonesia Lt. XI Jl. S. Parman Kav. 12 Slipi
West Jakarta
11410
THE ORGANIZATIONAL STRUCTURE OF HUMAN RESOURCES AND
GENERAL AFFAIR DIVISION
Director of Human Resources & General Affairs Dayu P. Rengganis
Human Capital Management Aziz Nugroho
HR Service and Remuneration
Idat Ahadiat
HR Development and Performance Appraisals
Kusno Prijono
HR System and Organizational Development
Yasmenia
Quality Management Moch. Djaelani
General Affair Danang Narbowo
General Affair and Housekeeping
Muizzudin
Public Relation Rudi Mulyadi
Legal and Compliance Endang Yulianty
Legal Adhi Setiawan
GCG Witarsih
Human Resource Challenge parts in a book titled Strategic Human Resource
Management by Anthony Perrewe Kacmar.
Chapter 3 : Formulating a Corporate and Human Resource Strategy HR CHALLENGE : MEGATRENDS
Source Language Target Language
John Naisbitt and Patricia Aburdene lead an organization dedicated to identifying very large social, economic, political, and technological changes in our society. According to Naisbitt and Aburdene, megatrends, or the large societal shifts taking place, form the context for life. Indeed, megatrends will likely impact
career and job decisions, travel,
investments, place of residence, and business decisions. The organization finds
these megatrends by systematically
analyzing the media over time. Staff members scan newspaper, television, radio. and other media reports. According to Naisbitt. one can begin to see patterns emerging in what the media covers versus what it does not. The concerns and directions of society are soon apparent. In the early I 980s, Naisbitt introduced us to Megalrends, 10 trends for the 1980s. In 1990, Naisbitt and Aburdene revealed the 10 Megatrends for the 1990s and beyond in Megalrends 2000. In Megatrellds, Naisbitt correctly noted the shift in the United States from an industrial society to an information society, a new emphasis on networking, the continued move to the Sunbelt, and the move to a world economy. The following are the shifts that Naisbitt and Aburdene described in Megatrends 2000.
1. The Booming World Economy: The economic forces of the world are surging across national borders,
John Naisbitt dan Patricia Aburdene
membangun suatu perusahaan yang
didedikasikan untuk memperkenalkan
dunia sosial, ekonomi, politik dan
teknologi secara luas kepada masyarakat umum.
Menurut mereka, megatrend atau
perubahan kehidupan dalam
bermasyarakat, telah membentuk
paradigma baru dalam kehidupan, yang sebenarnya akan sangat berpengaruh dalam hal karir dan pekerjaan, travel, investasi, tempat tinggal, serta bisnis. Perusahaan ini dapat menyimpulkan pengaruh-pengaruh tersebut berdasarkan proses analisis media secara sistematis yang dilakukan setiap saat. Para pegawainya selalu mengamati perkembangan yang ada dalam koran, televisi, radio dan media lainnya. Menurut
Naisbitt, seseorang dapat
mempertimbangkan apa yang diperlihatkan media dengan apa yang tidak. Perhatian dan pandangan masyarakatpun seketika tertuju. Pada sekitar tahun 1980an, Naisbitt
memperkenalkan Megatrend, 10 trend
pada tahun 1980an. Pada tahun 1990, Naisbitt dan Aburdene memaparkan 10 Megatrend yang ada di tahun 1990an dan di luar dari Megatrend 2000. Naisbitt menandai dengan tepat perubahan yang terjadi di United States dari masyarakat
industri menjadi masyarakat yang
informatif, memiliki tekanan baru dalam jaringan kerja, kemudian berpindah ke
resulting in more democracy, more
freedom, more trade, more
opportunity, and greater prosperity. 2. Renaissance in the Arts: In the final years before the millennium there will be a fundamental ... shift
in leisure time and spending
priorities ... the arts will gradually replace sports as society's primary leisure activity.
3. The Emergence of Free Market
Socialism: The world is
undergoing a profound shift from economies run by governments to economies run by markets.
4. Global Lifestyles and Cultural
Nationalism: The world is
becoming more cosmopolitan, and we are all influencing each other. 5. Privatization of the Welfare State:
Globally the key to transforming socialism and the welfare state is ... privatization of state enterprise and private stock ownership.
6. The Rise of the Pacific Rim: Today the Pacific Rim is undergoing the
fastest period of economic
expansion in world history.
7. Decade of Women in Leadership:
After two decades of quietly
preparing, gaining experience, and being frustrated with the male establishment, women in business are on the verge of revolutionary change.
8. The Age of Biology: We are shifting from the models and metaphors of physics to the models and metaphors of biology to help
us understand today's . . .
opportunities. . . . Biology as a metaphor suggests: information intensive, micro, inner-directed, adaptive, holistic.
masyarakat ekonomi kelas dunia.
Berikut ini adalah perubahan-perubahan yang dikemukakan Naisbitt dan Aburdene mengenai Megatrens 2000.
Meledaknya Pertumbuhan Ekonomi Dunia: Pertumbuhan ekonomi tersebut berdampak pada adanya batas wilayah negara, lebih banyaknya bentuk demokrasi, kebebasan, perdagangan, peluang dan kesejahteraan yang lebih baik.
Renaissance dalam Dunia Seni: Pada
tahun-tahun terakhir sebelum milenium akan ada hal yang bersifat fundamental ... pergeseran waktu luang dan prioritas pengeluaran ... seni secara bertahap akan menggantikan posisi olahraga sebagai kegiatan rekreasi favorit masyarakat.
Munculnya Sosialisme Pasar Bebas :
Perekonomian mengalami perubahan yang
cukup drastis. Perekonomian yang
sebelumnya dijalankan oleh pemerintah, kini mulai digerakkan oleh pasar.
Gaya Hidup Modern dan Budaya
Nasionalisme : Masyarakat di seluruh dunia menjadi lebih kosmopolitan dan saling mempangaruhi satu sama lain. Privatisasi dalam kesejahteraan masyarakat : Secara global, kunci dalam perubahan kehidupan sosial dan kesejaheraan suatu
negara adalah adanya privatisasi
perusahaan negara dan kepemilikan saham swasta.
Munculnya Rim Pasifik : Saat ini Rim
Pasifik mengalami periode ekspansi
ekonomi tercepat sepanjang sejarah dunia. Dekade Wanita dalam Kepemimpinan : Setelah dua dekade mempersiapkan dengan diam-diam, mendapatkan pengalaman, dan terhambat oleh ketetapan kaum adam, para
wanita karir kini berada diambang
perubahan revolusioner.
Era Biologi : Kita berubah dari model dan
metafora fisika menjadi model dan
9. Return to Religion: At the dawn of the third millenium there are unmistakable signs of a worldwide multidenominational religious revival.
10. Triumph of the Individual: The
great unifying theme at the
conclusion of the 20th century is the triumph of the individual. The triumph of the individual signals the demise of the collective.
SOURCE: John Naisbill and Patricia Aburdene, Megatrends 2000: Ten New Directions for the 19905 (New York: Morrow, 1990).
dalam memahami yang terjadi pada hari ini ... peluang ... Biologi sebagai metafora mengacu pada : informasi intensif, mikro, inner-directed, adaptif, holistik.
Kembali ke Agama: Pada awal milenium ketiga terdapat gejala-gejala yang nampak dari kebangkitan agama di seluruh dunia multidenominational.
10. Keberhasilan Seseorang: Topik terpopuler pada akhir abad ke-20 adalah tentang keberhasilan seseorang. Keberhasilan tersebut berarti milik kita bersama.
11.
Sumber : John Naisbill and Patricia Aburdene, Megatrends 2000: Ten New Directions for the 19905 (New York: Morrow, 1990).
Chapter 3 : Formulating a Corporate and Human Resource Strategy HR CHALLENGE : Super-Lube’s Sustainable
Source Language Target Language
Super-Lube 10 Minute Oil Change is a Tallahassee, Florida, based corporation involved in the quick oil change business. This market is relatively new and offers drive-in, drive-out convenience in oil changes and lubrication. Over one hundred separate firms operate in this market; Jiffy-Lube is the largest. With 51 stations, Super-Lube ranked as the number one independent lube facility in the market nationally in 1994.
Quick-Lube Industry
The quick-lube industry began in the late 1970s in the upper Midwest. Its primary offering is convenience, since the customer does not have to leave the car for a long period of time for servicing. The primary services provided are oil changes and lubrications, although some companies also provide free tire fills, tune-ups, and
Super-Lube 10 Minute Oil Change adalah sebuah perusahaan di Tallahassee, Florida, yang bergerak dalam bisnis ganti oli dengan cepat. Perusahaan ini relatif baru
dan menawarkan kenyamanan yang
menyeluruh dalam penggantian oli dan pelumas. Perusahaan ini memiliki lebih dari seratus cabang; Jiffy-Lube adalah yang terbesar. Dengan 51 stasiun, Super-Lube berhasil meraih peringkat nomor satu yang memiliki fasilitas lube independen di pasar nasional pada tahun 1994.
Quick-Lube Industri
The quick-lube industry dirintis pada akhir
1970-an di Midwest bagian atas.
Penawaran utamanya adalah kenyamanan, karena pelanggan tidak harus meninggalkan mobil untuk jangka waktu yang panjang
selama proses pelayanan. Pelayanan
brake checks.
The quick-lube industry has grown rapidly because of the demise of full-service gas stations and the rise of self-service brought on by the oil crisis. The social trend toward greater convenience also has been a major reason for the success of the industry. It is estimated that one-third of the oil change business is now handled by quick-lube type stations, one-third by garages, service stations, and auto dealers, and one-third by doit-yourselfers. Analysts believe the quick-lube sector will grow rapidly to perhaps two-thirds of the market by 1996.
Super-Lube
The strategy of Super-Lube can be
explained as follows:
to be absolutely the best fast oil change facility in the market areas served and to gain a position of clear market dominance therein. Strategic priorities follow: .
1. Complete customer satisfaction through friendly, competent, and courteous service.
2. Highest consistent standards of
performance.
3. High level of employee job satisfaction and opportunity for advancement.
4. Comparatively high return to
stockholders within a three-year period.
Since its founding in 1983, the company has emphasized fast, competent, courteous service as its key trademark. It prides itself on clean, attractive stations that will make both male and female customers feel comfortable.
Human resources have always played a key role in overall corporate strategy. Bright, helpful, courteous people are hired at substantially above minimum wage.
pelumas, meskipun beberapa perusahaan juga menyediakan ban tubles, tune-up, dan cek rem.
The quick-lube industry telah berkembang
dengan pesat karena tidak adanya
pelayanan yang menyeluruh di SPBU dan kelangkaan oli. Tren di masyarakat yang mengedepankan kenyamanan yang prima
juga menjadi alasan utama yang
menentukan keberhasilan suatu industri. Diperkirakan bahwa sepertiga dari bisnis ganti oli saat ini dikuasai oleh stasiun Quick-Lube, sepertiga bengkel, dan dealer
mobil juga dikuasai Quick-Lube, dan
sepertiga lainnya oleh perusahaan lain. Para analis percaya Quick-Lube akan tumbuh pesat, bahkan mampu menguasai dua-pertiga dari pasar di tahun 1996.
Super-Lube
Berikut adalah strategi yang digunakan Super-Lude:
Untuk menjadi perusahaan yang handal dalam usaha penggantian oli dengan cepat yang unggul dan mendominasi di pasaran, berikut adalah strategi prioritas yang harus dilakukan:
1. Memenuhi kepuasan pelanggan dengan keramahan, kecekatan, dan kesantunan . 2. Memiliki standar konsistensi kinerja yang tinggi.
3. Memiliki tingkat kepuasaan pelayanan yang tinggi dan selalu ditingkatkan. 4. Berprospek tinggi bagi para pemegang saham dalam jangka waktu tiga tahun.
Sejak didirikan pada tahun 1983,
perusahaan ini telah diarahkan untuk
memberikan pelayanan yang cepat,
Employees are thoroughly trained in the Super-Lube way-from both technical and customer relations standpoints. Within six months, employees are placed on a merit bonus system that supplements their pay.
The company projects growth to 61 stations by 1997. All stations and land are company owned; none are franchised. Total sales were about $10 million in 1993 with net operating revenue about $1.2 million.
Company founder and president, John Lewis, attributes the bulk of the company's success to the outstanding employees it has been able to attract and hold. The company has a very good reputation in the entire
industry with respect to employee
competence and courtesy.
Super-Lube shows how a firm was able to use its human resources to help it achieve a strategic competitive advantage in the marketplace. The overall corporate strategy of dominance in a limited number of markets was achieved by being the first in these markets and then using well-trained, polite employees to obtain and keep customer loyalty.
SOURCE: Adapted from "Special
Stockholders' Meeting Report," Super-Lube 10 Minute Oil Change (Tallahassee, Florida, 1994), p. 1.
pelanggannya merasa nyaman.
Sumber daya manusia selalu menduduki
peranan penting dalam menjalankan
strategi perusahaan secara keseluruhan. Jika seseorang mempunyai kecerdasan, manfaat bagi orang lain dan beretika, tentu ia akan mendapatkan gaji yang jauh di atas upah minimum.
Sebelum dipekerjakan, para karyawan
Super-Lube ditraining terlebih dahulu mengenai hal teknis dan bagaimana cara menjalin hubungan yang baik dengan pelanggan. Setelah bekerja selama 6 enam bulan, karyawan berhak menerima bonus
tambahan sesuai dengan prestasi
kinerjanya.
Pada tahun 1997, perusahaan ini
mengalami peningkatan dalam segi
kuantitas yang berkembang menjadi 67
stasiun. Semua stasiun dan tanah
perusahaan ini bukanlah waralaba. Total omset yang diraih pada tahun 1993 sekitar $ 10 juta dengan pendapatan usaha bersih sekitar $ 1,2 juta.
John Lewis, pendiri sekaligus direktur perusahaan ini, mengkaitkan sebagian besar kesuksesan perusahaan dengan kematangan kinerja karyawan telah mampu menjadi daya tarik tersendiri. Perusahaan ini memiliki reputasi yang sangat baik di kalangan industri yang juga unggul dalam
hal kinerja para karyawannya .
Super-Lube merupakan contoh perusahaan yang menitikberatkan sumber daya manusia dalam mencapai keuntungan kompetitif
yang strategis di pasaran. Secara
dan adanya training terpadu bagi para karyawan serta mengandalkan keramahan
karyawannya dalam mencapai dan
mempertahankan loyalitas pelanggannya.
Sumber: Adapted from "Special
Stockholders' Meeting Report," Super-Lube 10 Minute Oil Change (Tallahassee, Florida 1994), p. 1
Chapter 4 : Equal Employment Opportunity and Managing Diversity HR CHALLENGE : Double Damages for Age Discrimination
Source Language Target Language
In Brown v. M&M Mars (1989), the U.S. Court of Appeals for the 7th Circuit ruled that to receive double back pay damages under the federal Age Discrimination and Employment Act (ADEA), a plaintiff does not need to prove that the employer's conduct was "outrageous," only that the employer knew or demonstrated reckless disregard for the discrimination laws regarding older workers. Brown had been a supervisor since 1978 and was discharged in 1983 for not handling a production problem properly. Rejecting the company's position that the discharge was based upon performance, the jury found that age was a
determining factor. The 7th Circuit
confirmed the jury's finding that the
company's articulated reasons for
discharging Brown were a coverup and that
there was sufficient circumstantial
evidence to support the jury's award of double damages.
SOURCE: Resource: Legal Report, Society
for Human ResourCe Management,
October 1989, p. 15.
Dalam pengamatan Brown v. M & M Mars (1989), Pengadilan AS yang menyatakan banding untuk 7th Circuit menyatakan
bahwa untuk menerima ganti rugi
pembayaran dua kali lipat dari federal Age Discrimination and Employment Act
(ADEA), penggugat tidak perlu
membuktikan bahwa atasannya telah
melakukan tindakan yang memalukan,
cukup dengan memaparkan sikap
ketidakpedulian atasannya terhadap sikap
buruknya itu dalam hal mengabaikan
hukum diskriminasi terhadap karyawan yang lebih tua. Brown telah menjadi pengawas sejak tahun 1978, namun pada tahun 1983 ia dirumahkan karena tidak menangani masalah produksi dengan benar. Menolak penempatan perusahaan yang pemecatannya didasarkan pada kinerja, juri menyimpulkan masa tersebut merupakan
faktor yang menentukan. 7th Circuit
mengkonfirmasi pernyataan juri yang
menyebutkan alasan yang dikemukakan perusahaan dalam hal pemecatan Brown terkesan ditutup-tutupi, selain itu ada bukti yang cukup untuk mendukung kecurangan ganda yang dilakukan oleh juri.
for Human ResourCe Management, October 1989, p. 15.
Chapter 4 : Equal Employment Opportunity and Managing Diversity HR CHALLENGE : Rx for AIDS in the Workplace
Source Language Target Language
The prescription for dealing with Acquired Immune Deficiency Syndrome (AIDS) in the workplace continues to be education.
Through the efforts of government
agencies, employers, and local groups, most members of the population now realize that AIDS cannot be spread by the casual
contact that is encountered in the
workplace. The incidence of AIDS among health-care professionals dealing with AIDS patients has remained remarkably low. In fact, many people have not yet had to deal with a co-worker, a family member, or a friend who has tested HIV positive and progressed through the disease process.
The situation will surely change during the 1990s.
Even the conservative estimate of the
Centers for Disease Control (which
calculated that 800,000 to 1.3 million Americans were infected with the AIDS virus by 1990) indicates that it is likely that employees in large organizations will.know one or more persons infected with the AIDS virus. The need for the dissemination of accurate information about all aspects of AIDS will thus be critically important in the years to come. Assistance programs will be dealing with more and more employees infected with the AIDS virus.
Education will be the method by which human resource managers deal with the
guilt, anger, fear, and concern of
employees.
Penanggulangan Acquired Immune
Deficiency Syndrome (AIDS) di lingkungan kerja terus menjadi sorotan untuk dipelajari. Dengan bantuan dari lembaga pemerintah, para pengusaha, dan
beberapa komunitas, sebagian besar
masyarakat kini menyadari bahwa AIDS tidak dapat ditularkan melalui kontak biasa seperti yang ditemui di tempat kerja. Usaha penanganan AIDS itu sendiri di kalangan para pakar kesehatan yang menangani
langsung pasien AIDS masih sangat
rendah. Bahkan, banyak orang tidak mau berurusan dengan rekan kerja, anggota
keluarga, atau teman yang positif
mengidap HIV sepanjang hidupnya.
Situasi ini pasti akan berubah pada tahun 1990-an.
Bahkan perkiraan konservatif dari Pusat Pengawasan Kesehatan (yang diperkirakan 800.000 dari 1,3 juta orang Amerika terinfeksi virus AIDS pada tahun 1990) menunjukkan bahwa kemungkinan besar karyawan dalam suatu perusahaan besar pasti akan mengetahui seseorang (atau bahkan lebih) yang terinfeksi virus AIDS. Kebutuhan akan sosialisasi informasi yang akurat mengenai hal-hal yang berhubungan dengan AIDS akan sangat diperlukan di tahun-tahun mendatang. Program bantuan tersebut juga akan berhubungan dengan lebih banyaknya karyawan yang terinfeksi
virus AIDS.
The courts have consistently ruled that AIDS sufferers are covered by existing handicap laws; therefore, discrimination against employees testing positive for AIDS is illegal. It is imperative for employers to ensure that these employees'
rights are maintained and that
confidentiality is a requirement.
The following guidelines developed by the Citizens' Commission on AIDS for New York City should form the basis for the development of policies that deal with AIDS in the workplace. Similar guidelines have been developed by other cities, including Boston, San Francisco, Chicago, Philadelphia, and Miami.
Employees with AIDS or HIV infection are entitled to the same rights and opportunities as people with other serious or life-threatening illnesses.
Employment policies must comply with laws and regulations.
Employment policies should be based
on scientific and epidemiological
evidence that people with AIDS or HIV
infection do not pose a risk of
transmission of the virus to co-workers through ordinary contact
The highest levels of management and union leadership should unequivocally endorse nondiscriminatory employment policies and educational programs about AIDS.
Employers and unions should
communicate their support of these policies to workers in simple, clear, and unambiguous terms.
Employers should provide employees with sensitive, accurate, and up-to-date education about risk reduction in their personal lives.
sumber daya manusia dalam mengatasi rasa bersalah, marah, takut, dan rasa khawatir para karyawan.
Badan hukum menyatakan bahwa
penderita AIDS secara konsisten
dilindungi oleh hukum yang berlaku; Oleh karena itu, diskriminasi terhadap karyawan pengidap AIDS adalah ilegal. Maka para pemimpin perusahaan harus memastikan
terjaganya hak-hak dan kerahasiaan
karyawan dengan baik sesuai dengan yang dipersyaratkan.
Panduan yang dikembangkan oleh Citizens 'Komisi AIDS untuk New York City
berikut mungkin dapat menjadi dasar
untuk pengembangan kebijakan mengenai AIDS di tempat kerja. Panduan serupa telah dikembangkan di kota-kota lain, seperti Boston, San Francisco, Chicago, Philadelphia, dan Miami.
Karyawan dengan AIDS atau
terinfeksi HIV berhak atas hak-hak dan peluang yang sama dengan penderita penyakit serius lain yang mengancam hidupnya.
Kebijakan Ketenagakerjaan harus
mematuhi hukum dan peraturan yang ada.
Kebijakan Ketenagakerjaan harus
didasarkan pada bukti ilmiah dan
epidemiologi bahwa orang dengan
AIDS atau infeksi HIV tidak
menimbulkan risiko penularan kepada rekan kerjanya melalui kontak biasa.
Pimpinan manajemen dan
kepemimpinan serikat pekerja harus
tegas mendukung kebijakan
kepegawaian yang tidak diskriminatif dan mendukung program pendidikan tentang AIDS.
Employers have a duty to protect the confidentiality of employees' medical information.
To prevent work disruption and the rejection by coworkers of an employee with AIDS or HIV infection, employers and unions should undertake education for all employees before such an incident occurs and as needed thereafter.
Employers should not require HIV
screening as part of general
preemployment or workplace physical examination.
In those occupational settings where there may be a potential risk of exposure to HIV, employers should provide training and equipment for infection control procedures.
SOURCE: Adapted from J. Wieser, S. Fuller, M. Shriver, and D.Oelhafen, "Rx for AIDS in the Workplace," Human Resource Management Today, Spring/Summer 1990.
terkait kebijakan-kebijakan bagi para karyawan secara bersahaja, jelas, dan tidak mengandung makna ambigu.
Para pimpinan perlu menyediakan
sarana berupa pendekatan edukatif yang sesuai, akurat dan up to date untuk membantu karyawan menangani masalah yang ada dalam kehidupan pribadi mereka.
Pimpinan berkewajiban untuk
melindungi kerahasiaan informasi medis karyawannya.
Untuk mencegah gangguan dan
penolakan kerja dari rekan kerja pada karyawan penderita AIDS atau infeksi HIV, pengusaha dan serikat pekerja perlu memberikan pendidikan bagi seluruh karyawan sebelum insiden semacam itu terjadi sebagai antisipasi untuk di kemudian hari.
Pengusaha seharusnya tidak melakukan skrining HIV sebagai bagian dari proses penyeleksian karyawan baru atau pemeriksaan fisik tempat kerja.
Dalam pengaturan penempatan kerja, di mana mungkin terdapat resiko yang
potensi karyawan terkena HIV,
pimpinan harus mengadakan pelatihan
dan menyediakan peralatan untuk
mengurangi resiko terjangkit virus HIV.
Sumber: Adapted from J. Wieser, S. Fuller, M. Shriver, and D.Oelhafen, "Rx for AIDS in the Workplace," Human Resource Management Today, Spring/Summer 1990.
Chapter 6 : Strategic Human Resource Planning and Information System
HR CHALLENGE : An HRIS for New York City
Source Language Target Language
York City's Department ot Personnel installed an automated online HRIS system called PRlSE (Personnel Reporting and Information System for Employees). The department is responsible for providing numerous services to the city's 60 agencies and more than 200,000 employees. These services include auditing and controlling each agency's personnel activities, such as hiring, transferring, and promoting. Before the installation of PRISE in late 1984, most of the city's personnel system was based on a traditional manual system of cards and
folders. The city often experienced
backlogs of 15 days or more under the old system, and it was almost impossible to tell exactly where a transaction was in the
system. As a result, it was almost
impossible to locate the file or to determine where any delays in processing had occurred.
The new system not only eliminated these problems but provided other advantages as well. Backup files and records are now automatically generated and personnel
employees spend more time solving
problems and providing assistance as opposed to filling out forms. PRISE has helped the New York City's Department of
Personnel reduce errors, eliminate
backlogs, and provide more useful answers to inquiries for managers.
SOURCE: Adapted from Stephen
Rosenberg, "Flexibility in Installing Large Scale HRIS: New York City's Experience,"
Personnel Administrator, December 1985, pp. 39-46.
sebuah sistem HRIS online yand disebut
PRISE (Personnel Reporting and
Information System for Employees). Departemen ini bertanggung jawab dalam menyediakan berbagai layanan ke 60 lembaga kota dan ke lebih dari 200.000 karyawan. Layanan tersebut meliputi audit dan pengawasan setiap kegiatan lembaga,
seperti perekrutan, pemindahan, dan
kegiatan promosi. Sebelum penginstalan PRISE pada akhir 1984, sebagian besar sistem personalia kota dibuat dalam sistem manual yang tradisional dengan memakai kartu dan folder. Kota ini sering mengalami
kondisi dimana terdapat timbunan
pekerjaan yang belum selesai dikerjakan sampai 15 hari atau lebih di bawah sistem lama, dan itu hampir mustahil untuk mengetahui persis dimana letak catatan penting yang ada di dalam sistem itu. Hasilnya, hampir mustahil untuk mencari file atau untuk menentukan di mana letak kegagalan dalam proses pencarian tersebut.
Sistem baru ini tidak hanya mengatasi
masalah yang ada tetapi juga dapat
memberikan keuntungan lain.
Mem-Backup file dan catatan kini dilakukan secara otomatis dan para karyawan dapat mengatasi masalahnya dengan waktu yang
lebih banyak dan dapat memberikan
bantuan di luar ketentuan yang ada. PRISE
telah membantu New York City
Departemen of Personnel mengurangi
tingkat kesalahan, menghilangkan
timbunan pekerjaan, dan memberikan
jawaban yang lebih bermanfaat bagi
pertanyaan para manajer.
Chapter 7 : Strategies foe Recruitment, Selection, and Placement HR CHALLENGE : From Welfare to Work Force
Source Language Target Language
Many Americans erroneously assume that welfare recipients simply do not want to work. We can open any newspaper to the classified advertisement section and locate
numerous ads placed by companies
searching for workers. It would seem that anyone on welfare wanting a job should simply answer some of those countless ads. If this were the case, however, the American Works Company, located in Hartford, Connecticut, and New York City would be out of business.
American Works has been extremely successful tapping into a labor force typically ignored by the business world. By exclusively recruiting and training welfare recipients for entry-level positions, American Works gets people off of welfare and into the workplace, saves the taxpayers money, and provides hiring employers with a valuable tax credit. If the social benefits of helping welfare recipients find jobs were included, American Works' profits would be even greater.
The crucial element in the American Works' approach to finding jobs for those on welfare who want to work is its focus on assimilating the worker into the system.
American Works teaches basic
interviewing and job skills, as well as proper English. It also acts as mediator between the applicant and employer during
a four-month trial period while the
employee is adjusting to the new job. Roughly 70 percent of the employees trained by American Works are retained by the companies and almost 90 percent stay in the job past the first year. Overall,
Orang-orang amerika memilki asumsi yang keliru mengenai penerima kesejahteraan yang disebutkan tidak berkeinginan untuk
bekerja. Setiap kita membaca koran
tentunya sering kita temukan iklan baris dan iklan lainnya yang didominasi oleh iklan lowongan kerja dari perusahaan-perusahaan. Itu berarti setiap penerima kesejahteraan yang berkeinginan untuk bekerja dapat dengan mudah mencari lowongan pekerjaan dalam iklan-iklan tersebut. Namun jika ini terjadi, Amerika Work Company yang berada di Hartford, Connecticut, dan New York City akan mengalami kebangkrutan.
America Work telah berhasil melewati masa kerja yang biasanya diabaikan oleh dunia bisnis. Dengan hanya merekrut dan mengadakan training bagi para penerima kesejahteraan pada entry-level, mereka
mampu membuat orang-orang yang
menerima kesejahteraan tersebut
mendapatkan pekerjaan, menghemat uang pajak, dan menyediakan jasa kredit bagi perusahaan lain dengan bunga terjangkau. Jika para penerima kesejahteraan itu
benar-benar mendapatkan pekerjaan yang
bermanfaat bagi masyarakat, maka
keuntungan yang diraih American Work akan bertambah.
Element penting dalam pendekatan
American Work saat mencarikan pekerjaan bagi para penerima kesejahteraan adala terfokusnya asimilasi karyawan dalam
sebuah sistem. American Works juga
companies are pleased with their new employees, stating that compared to other applicants, they are better prepared to
accept responsibility, and are more
motivated and ready to work.
Chrysalis, a Los Angeles-based assistance
agency, extends this service to the
homeless. By offering fullservice help that includes job search training', interview rehearsals, hygiene items, haircuts, interviewing clothes, and a place to receive mail and phone calls, Chrysalis has helped more than 400 homeless people find jobs. The officials at Chrysalis use statistics to show how effective their services are. For example, it spends $350 per client to help him or her find work.
Welfare would pay the same person $343 a month for not finding a job. For every 100 people Chrysalis places, they will earn
$1,152,000 rather than costing the
taxpayers $411,600.
SOURCES: Adapted from “From Welfare to Work Force,” HRMagazine, July 1991, pp. 36-38; “Homeless + Employment = Ex-Homeless," Management Review, June 1993, p. 7.
mediator yang menghungkan para calon karyawan dengan pimpinan perusahaan selama empat bulan dimana colon pekerja akan beradaptasi dengan lingkungan kerja barunya. Sekitar 70% dari karyawan yang dilatih oleh American Works dipertahankan oleh perusahaan dan hampir 90% karyawan
dapat melewati pekerjaan di tahun
pertamanya dengan baik. Secara
keseluruhan, perusahaan senang dengan karyawan baru mereka, dan menyatakan
bahwa dibandingkan dengan pelamar
lainnya, mereka lebih siap untuk menerima tanggung jawab lebih termotivasi serta siap untuk bekerja.
Chrysalis, sebuah agen yang bertujuan sosial di Los Angeles, memperluas layanan ini untuk tunawisma. Dengan membantu menawarkan fullservice yang mencakup pelatihan pencarian kerja, interview, menjaga kesehatan, menata tatanan rambut, penampilan dalam interview, dan cara menerima surat dan panggilan telepon. Chrysalis telah membantu lebih dari 400 orang tunawisma yang ingin mendapatkan
pekerjaan. Para karyawan Chrysalis
menunjukan efisiensi perusahaannya dalam bentuk statistik, dan hasilnya menunjukan bahwa mereka memgeluarkan $ 350 per klien untuk membantu mencari pekerjaan. Jika mereka belum mendapatkan pekerjaan, maka mereka mendapatkan kesejahteraan $ 343 per bulan. Untuk setiap 100 orang karyawan yang ditempatkan Chrysalis, mereka akan mendapatkan $ 1,152,000 yang lebih baik daripad biaya pembayaran pajak sebesar $ 411.600.
Chapter 7 : Strategies for Recruitment, Selection, and Placement HR CHALLENGE : Selecting Expatries
Source Language Target Language
As more and more organizations expand internationally, selecting the appropriate expatriate for these new international jobs becomes an important consideration.
Recent reports indicate that between 40 and 70 percent of all expatriate placements do not serve their allotted appointment. Reasons for early returns vary, but the most common are the spouse's inability to adjust, the employee's inability to adjust, the employee's lack of personal and or emotional maturity, and other family problems. There are two ways to combat these problems: develop better procedures to select expatriates and provide support for the whole family.
With respect to the improving selection procedures, several suggestions can be made. Research has found that three qualities-self-orientation, other orientation, and perceptual orientation-are needed for an expatriate to succeed in an international placement.
Self-orientation means that the individual has good mental health, high self-esteem, and self-confidence.
Other orientation means that the individual can get along well with others, has strong language skills, aild understands nonverbal language.
Finally, perceptual orientation means that the individual has the ability to understand why foreigners act as they do and can accept these actions. To ensure that the
expatriate selected possesses these
qualities, the selection procedure should incorporate selection techniques that measure them.
Seperti yang banyak dikembangkan oleh
perusahaan-perusahaan secara
internasional, penyeleksian ekspantriat
yang tepat untuk pekerjaan berskala
internasional menjadi hal yang penting untuk dipertimbangkan.
Laporan terkini menunjukan sekitar 40% -70% dari seluruh penempatan ekspatriat
tidak ditempatkan sesuai dengan
kemampuan yang mereka miliki. Banyak anggapan yang muncul dari pertanyataan
tersebut. Namun pada umumnya hal
tersebut tejadi karena ketidakmampuan
partner dalam bekerja sama,
ketidakmampuan karyawan menyelesaikan sesuatu, buruknya kepribadian dan/atau
kematangan emosional karyawan dan
pengaruh lingkungan sekitarnya. Ada 2 cara untuk mengatasi masalah tersebut, yaitu: mengembangkan prosedur yang lebih
baik dalam memilih ekspatriat dan
memberikan dukungan penuh bagi seluruh karyawan tanpa terkecuali.
Ada beberapa cara yang dapat menjadi alternatif dalam mengembangkan prosedur tersebut. Berdasarkan penelitian, tiga orientasi pengembangan diri, orientasi lainnya, dan orientasi persepsi sangat dibutuhkan oleh seorang ekspatriat untuk berhasil dalam posisi internasional.
Adanya orientasi diri dapat menunjukan seseorang memiliki mental yang kuat, menghargai diri sendiri, dan percaya diri.
Orientasi yang lain mencerminkan bahwa seseorang mampu bersosialisasi dengan orang lain, memiliki kemampuan berbahasa
Support for the entire family can be provided in a variety of ways. First, before they leave the country, family members can be enrolled in culture and language classes. This will help them to better understand what to expect on arrival. Also, cultural counselors should be available on arrival. These counselors provide services that include helping to secure a place to live, registering with the authorities, shopping, or assisting with any other problems that arise during the move.
Incorporating one or both of these
suggestions should help to increase the expatriate's length of stay.
SOURCES: Bill Leonard, “Guardian
Angels Help Overseas Employees,”
HRMagazine, April 1994, pp. 59-60; Marvina Shilling, "Avoid Expatriate Shock,"HRMagazine, July 1993, pp.58-63.
nonverbal.
Sedangkan orientasi persepsi dapat
diibaratkan bila seseorang dapat memahami mengapa orang asing berperilaku seperti
apa yang mereka katakan dan pada
akhirnya dapat menyadari perilakunya itu.
Untuk menjamin kualitas proses
penyeleksian ekspatriat, prosedur yang
digunakan sebaiknya ber-incorporasi
dengan teknik penyeleksian yang dapat mengukur kemampuan mereka. Dukungan bagi seluruh jajaran perusahaan dapat ditampung dalam berbagai cara.
Pertama, sebelum para ekspatriat
meninggalkan negaranya, para karyawan perusahaan dapat diikutsertakan dalam kelas budaya dan bahasa bagi ekspatriat. Hal ini dapat membantu mereka dalam berkomunikasi saat tiba waktunya nanti.
Selain itu, para penasihat harus
menyediakan pelayanan yang membantu mereka mendapatkan jaminan atas tempat tinggal, registrasi kewenangan sebagai
karyawan asing, pembelanjaan dan
penindaklanjutan masalah yang mungkin akan timbul selama ia tinggal. Incorporasi dari salah satu atau kedua saran di atas dapat meningkatkan perpanjangan masa tinggal ekspatriat.
Sumber Bill Leonard, “Guardian Angels Help Overseas Employees,” HRMagazine, April 1994, pp. 59-60; Marvina Shilling, "Avoid Expatriate Shock," HRMagazine, July 1993, pp.58-63.
Chapter 8 : Job Design
HR CHALLENGE : Autonomous Work Teams
Source Language Target Language
The General Foods pet food plant in Topeka, Kansas, was designed around the
concept of autonomous work groups. Each work group consisted of 7 to 14 members including a group leader. Every group was responsible for deciding members' work
tasks, selecting new members, and
developing and training new members. The plant was designed to facilitate informal gatherings for better coordination
and social interaction by removing
unnecessary status symbols such as plush offices or preferential parking spaces. In addition, the company decentralized decision making down to the operating
employees rather than keeping it
centralized with top management.
Decentralization was thought to be
motivating and necessary if employees were actually going to be working in autonomous work groups.
The Topeka plant began to show some fairly impressive improvements. Fixed overhead was 33 percent lower than comparable plants, quality rejects were reduced by 92 percent, employee morale was good, the plant's safety record was excellent, and turnover and absenteeism were low. Although General Foods no longer owns the plant, many of these positive characteristics remain. However, top management has attempted to take control of the operations, which has caused numerous problems. Managers are
sometimes insecure about letting
employees have considerable control over their own work and work-related decisions because they fear a loss of power.
Managing autonomous work groups
requires different skills than does managing traditional work groups.
Production employees at Marquette
Electronics in Milwaukee, Wisconsin, work in autonomous teams and are offered
konsep kelompok kerja otonomi. Setiap kelompok kerja terdiri dari 7 sampai 14
anggota termasuk pimpinan kelompok.
Setiap kelompok bertanggung jawab untuk
menentukan tugas anggota, memilih
anggota baru, serta mengembangkan dan
melatih kinerja anggota baru.
Dengan adanya pabrik ini diharapakan dapat mempermudah pertemuan informal dalam menjalin kordinasi dan interaksi
sosial yang lebih baik dengan
mengenyampingkan status sosial, seperti
kesenjangan sosial yang tampak di
perkantoran elit atau tempat parkiran khusus. Selain itu, perusahaan ini lebih
cenderung memberikan pembagian
wewenang kepada para pegawainya
daripada hanya dikelola oleh jajaran top manajernya saja. Desentralisasi dianggap mampu memotivasi dan diperlukan jika karyawannya benar-benar bekerja dalam kelompok kerja yang berotonomi.
Pabrik Topeka ini mulai menunjukkan
beberapa perbaikan yang cukup
mengesankan. Pengeluaran tetapnya
berkisar 33% lebih rendah dibandingkan pengeluaran pabrik sejenis, kualitas gagal menurun 92%, moral karyawan lebih baik,
keamanan pabrik yang kondusif, dan
rendahnya pergantian dan ketidakhadiran karyawan. Meskipun General Foods tidak lagi memiliki pabrik, citra baik perusahaan ini masih tetap diakui. Namun, pajajaran direksi berusaha menguasai operasi, yang menyebabkan timbulnya banyak masalah. Pimpinan terkadang khawatir membiarkan karyawannya mengambil alih sistem operasi
dengan kemampuannya sendiri dan
mengambil keputusan karena mereka takut
kehilangan kekuasaan. Memanage
kelompok kerja otonomi memerlukan
keahlian khusus dibanding dengan
flexible work scheduling comparable to that of office employees. The company expects the employees to work 40 hours per week, but when they do is of no concern as long as quality work is produced.
The team concept is a heavily integrated part of the workplace, but Marquette employees are treated as individuals, says Frank Schmidt, manufacturing manager. If necessary, a person can take time off because of a personal or family issue and make up the time on another shift. Marquette Electronics has successfully implemented autonomous work teams without alienating management by heavily integrating the team concept throughout the organization and training management.
Recent research indicates that to receive high performance from autonomous work teams, a number of factors should be
considered. For example, employees
should agree with team goals, the level of team goals should be high but reachable, employees must be willing to be cross-trained, they should participate in decision making, and they should have a sense of team commitment. To be effective, teams should be self-managed and empowered to organize their work and make decisions.
SOURCE: Adapted from M. Martinez, “Factory Flexibility for Shift Workers,”
HRMagazine, August, 1994, p. 24; B. Dumaine, “The Trouble with Teams,”
Fortune, September 5, 1994, pp. 86-92; K. Scott and A. Townsend, “Teams─Why
Some Succeed and Others Fail,”
HRMagazine, August 1994, pp. 62-67; B. Saporito, “The Revolt Against Working Smarter," Fortune, July 21, 1986, pp. 58-64; and R. E. Walton, “The Topeka Story: Teaching an Old Dog New Tricks,” The
Karyawan bidang produksi di Marquette Electronics,Milwaukee, Wisconsin, bekerja dalam tim otonomi dan dengan jadwal kerja
yang fleksibel dibandingkan dengan
karyawan di kantor pada umumnya.
Perusahaan berharap karyawan dapat
bekerja 40 jam per minggu, namun
nyatanya mereka malah tidak
memperhatikan kualitas kerja yang
dihasilkan.
Konsep dalam tim kerja adalah bagian yang sangat berintegrasi dengan tempat kerja,
tetapi para karyawan Marquette
diperlakukan sebagai individu, kata Frank Schmidt, manajer manufaktur. Jika perlu, karyawan bisa mengambil cuti karena ada kepentingan pribadi atau keluarga dan
mereka dapat mengganti jadwal kerja
dengan waktu yang lai. Marquette
Electronics telah sukses
mengimplementasikan kelompok kerja
mandiri tanpa menyepelekan manajemen yang ada dengan integrasi konsep tim kerja dalam perusahaan dan manajemen training.
Penelitian terbaru menunjukkan bahwa untuk menghasilkan kinerja tinggi dari tim kerja otonomi, ada sejumlah faktor harus
dipertimbangkan. Misalnya, setiap
karyawan harus memiliki tujuan yang sama, tingkat pencapaian tujuan tim harus tinggi tetapi sesuai, bersedia bertukar tempat latihan ,berpartisipasi dalam pengambilan keputusan, dan mereka harus memiliki rasa komitmen tim. Agar efektif, tim harus
swakelola dan diberdayakan untuk
mengatur pekerjaan karyawan dan dapat membuat keputusan.
Sumber: Adapted from M. Martinez,
“Factory Flexibility for Shift Workers,”
Wharton Magazine, Spring 1978, pp. 38-46.
Fortune, September 5, 1994, pp. 86-92; K.
Scott and A. Townsend, “Teams─Why
Some Succeed and Others Fail,”
HRMagazine, August 1994, pp. 62-67; B. Saporito, “The Revolt Against Working Smarter,"Fortune, July 21, 1986, pp. 58-64; and R. E. Walton, “The Topeka Story: Teaching an Old Dog New Tricks,” The Wharton Magazine, Spring 1978, pp. 38-46.
Chapter 9 : Strategic Sosialization, Training, and Development HR CHALLENGE : Disney’s Orientation Program
Source Language Target Language
One of the most successful orientation programs for U.S. firms is the one developed by the Disney organization. Everyone-all employees hired at all levels-attends Disney University and must pass Traditions I before going for specialized training.
Traditions I is an all-day experience in which the Disney philosophy, tradition, and culture are presented.
At Disney, employees are called "cast members" and whenever they work with the public, they are "on stage." Customers are called "guests." Employees are told about all functions and how they relate to the "show." They are reminded of how important their role is in making the show a success. Even ticket takers receive four 8-hour days of instruction in order to learn locations of restrooms, when the parade starts, show schedules, and so on. In other words, they are required to know more than the ticket -taking job; they are also expected to know other information to make the guest's stay as enjoyable as possible.
Salah satu program orientasi yang berhasil di kalangan perusahaan Amerika Serikat adalah orientasi yang dikembangkan oleh perusahaan Disney. Seluruh karyawan yang dikontrak perusahaan tersebut adalah lulusan Disney University dan mereka harus lulus tahap “Tradition I” sebelum memulai pelatihan khusus.
Tradisi I merupakan pelatihan tahap paling awal di mana filsafat, tradisi, dan budaya Disney mulai dipresentasikan.
Disney emphasizes the "Disney Way" in orientation, training, and follow-up employee evaluations. Because of this emphasis, the company is sometimes criticized for "brainwashing" its employees. The firm requires conformity to the Disney Way, and employees are
given little opportunity to express
creativity and innovation.
Yet when one examines the success of Disney theme parks, the wide use of part-time and student help, and the critical nature of their jobs in terms of customer
contact, a rigid, highly formalized
orientation and training program are probably the best. And of course, it's difficult to argue with success.
SOURCE: Adapted from Thomas J. Peters and Robert H. Waterman, Jr.,In Search of Excellence. (New York: Harper & Row, 1982), p. 168.
pelayanan yang lebih prima.
Disney menerapkan sistem "Disney Way" dalam hal orientasi, pelatihan, dan tindak lanjut evaluasi karyawan. Karena alasan itu, perusahaan ini terkadang dikritik
karena dianggap telah mencuci otak
karyawannya. Perusahaan ini
membutuhkan penyesesuai dengan Disney Way, tapi karyawan justru memiliki sedikit
kesempatan untuk mengekspresikan
kreativitas dan inovasi mereka.
Namun kesuksesannya dapat terlihat dari keberhasilan Disney theme park, the wide use of part-time and student help, dan kritis dalam berhubungan dengan pelanggan, orientasi yang tertata apik, serta program
pelatihannya. Tentunya, kesuksesan
tersebut sullit untuk dipungkuri
keberadaannya.
Sumber: Adapted from Thomas J. Peters and Robert H. Waterman, Jr.,In Search of Excellence. (New York: Harper & Row, 1982), p. 168.
Chapter 9 : Strategic Socialization, Training, and Development HR CHALLENGE : Avoiding Lawsuits after Training
Source Language Target Language
Various types of nontraditional training have been used by organizations. For example, wilderness and survival training exercises are used to build team spirit and unite previously disjointed groups. The results are often positive, but this type of training has also produced some extremely negative outcomes: lawsuits. Adventure training exercises can lead to claims of infliction of emotional distress when an employee is humiliated by the inability to
perform an assigned survival task:
Berbagai jenis pelatihan non-tradisional telah biasa digunakan oleh perusahaan-perusahaan. Misalnya, pelatihan survival di
hutan bertujuan untuk membangun
semangat tim dan menyatukan anggota yang sebelumnya terpisah-pisah. Banyak segi positif dari kegiatan ini, namun ada pula segi negatifnya, seperti: hal yang
berhubungan dengan perkara hukum.
invasion of privacy claims may arise if employees are forced to reveal deep-rooted fears and emotions to fellow employees: false imprisonment claims could result from, for example, placing an employee on a raft in the middle of a raging river and failing to respond to his or her demands to be returned to shore; and, finally, wrongful discharge claims can be made when an employee is fired because he or she refused to participate in or performed poorly during an adventure training program.
To protect themselves from lawsuits, organizations can take several steps. First, they should ensure that participation in such programs is truly voluntary. This means that the employees who elect not to
participate must not be evaluated
differently than those who do when
performance appraisals are made or
promotions are offered. Second, the employees' written consent to participate in such programs must be obtained. It is important that the employee understand all aspects of the training program before consenting to participate. Third, alternative types of team-building experiences must be provided for those who choose not to participate. Fourth, an employee who wants to stop during the exercise should have this option. The employee should not
be embarrassed or harassed into
continuing. Finally, every step of the program should be documented and the job-related goals of the program should be stated.
SOCRCE: Adapted from Scott Kexman and Eugene Connors “Avoid Legal Pitfalls in Nontraditional Training,” HRMagazine, May 1993. pp. 71-74.
karena ketidakmampuannya dalam
melakukan tugas; timbulnya pelanggaran hak asasi saat karyawan dipaksa untuk mengungkapkan rasa takut dan emosinya kepada anggota lainnya; invasi klaim privasi, misalnya, membiarkan karyawan mengamuk di atas rakit di tengah sungai dan tidak mampu mengikuti petunjuk untuk dikembalikan ke pantai; serta adanya kesalahan dalam pemberhentian karyawan, seperti ketika seorang karyawan dipecat karena ia menolak untuk berpartisipasi dalam program pelatihan adventure seperti di atas.
Untuk melindung karyawannya dari
tuntutan hukum, perusahaan dapat
melakukan beberapa tips berikut. Pertama,
perusahaan harus memastikan bahwa
partisipasi karyawan dalam
program-program tersebut benar-benar sukarela. Ini berarti karyawan yang tidak berpartisipasi tidak harus dievaluasi dibandingkan dengan mereka yang berpartisipasi ketika penilaian kinerja dilakukan atau promosi ditawarkan. Kedua, karyawan yang akan berpartisipasi harus menyerahkan lembar persetujuan secara tertulis yang disediakan perusahaan. Hal tersebut sangatlah penting, karena itu menunjukan karyawan telah memahami semua aspek dalam program pelatihan
tersebut. Ketiga, perusahaan harus
memberikan alternatif kegiatan lain bagi mereka yang tidak akan ikut berpatisipasi dalam kegiatan di atas. Keempat, seorang
karyawan yang ingin berhenti selama
Sumber : Adapted from Scott Kexman and Eugene Connors “Avoid Legal Pitfalls in Nontraditional Training,” HRMagazine, May 1993. pp. 71-74.
Chapter 10 : Strategies for Effective Performance Appraisal System HR CHALLENGE : Making Co-Worker Reviews Work
Source Language Target Language
With an ever-increasing emphasis being placed on work teams and employee
involvement, the use of co-worker
evaluations should begin to increase. Many firms have long overlooked this untapped resource. But who besides the person next to you day after day, frequently trained to perform the same job, knows your actual job performance better?
YSI, an instrumentation maker located in Yellow Springs, Ohio, agrees with this philosophy so much that it has instituted a twice-a-year peer review in work centers
throughout its production area. YSI
employees realize that the feedback they receive from their peers is the most important information they will receive. Their leaders (formally supervisors) will also evaluate their performance. but these ratings hold no more weight than those received from co-workers.
Some employees enjoy giving feedback. For years they tried to tell management about the problems they encountered with other workers, but most of the criticism fell on deaf ears. But no more. Finally, what the workers say means something and usually results in changes.
While the process seems to be working in
many cases, one drawback is the
employee's disinclination to criticize a
co-Dengan adanya tekanan yang terus
meningkat dalam tim kerja dan keterlibatan karyawan, kagiatan evaluasi co-worker
sebaiknya harus mulai ditingkatkan.
Banyak perusahaan yang sejak lama
mengabaikan sumber daya yang belum dimanfaatkan. Lalu siapa seseorang yang bekerja dengan anda setiap hari, yang
mempunyai tugas yang sama, dan
mengetahui kinerja anda yang sebenarnya?
YSI, perusahaan pembuat instrumen di Yellow Springs, Ohio, sangat setuju dengan filosofi tersebut yang telah menunjukan adanya review dua kali per tahun antar sesama karyawan di kantor pusat seluruh daerah produksinya. Para karyawan YSI menyadari bahwa feedback yang mereka terima dari rekan-rekan mereka adalah informasi yang paling penting yang mereka terima. Para pimpinan(formal supervisor) juga akan mengevaluasi kinerja mereka, tapi bobot evaluasi yang diberikan kedua pihak tersebut masih kurang dibanding
evaluasi dari co-workers.
Respon karyawan dengan feedback in
sangat baik . Selama bertahun-tahun
mereka mencoba untuk memberitahu
manajemen tentang masalah yang mereka dihadapi dengan karyawan lain, tetapi
sebagian besar keluahan itu tidak
worker one day and then work effectively it with that person the next day. Some workers simply refuse to participate, and
others find it impossible to take
constructive criticism from fellow workers. However, as YSI found, minor adjustments and some transfers can overcome the majority of the resistance.
SOURCE: Adapted from "Measuring
Performance." Inc., October 1991. pp. 161-162.
ditanggapi dan telah menghasilkan suatu perubahan.
Walaupun hal tersebut terlihat dalam beberapa kasus, kekurangannya adalah keengganan karyawan untuk mengkritik co-worker, namun di kemudian hari mereka bekerja dengan orang tersebut secara efektif. Beberapa karyawan enggan ikut berpartisipasi, tapi yang lainnya merasa tidak mungkin untuk menerima kritik konstruktif dari sesama pekerja. Namun, seperti yang dikemukakan YSI, dengan adanya penyesuaian minor dan timbal-balik
dapat mengatasi sebagian besar
perlawanan.
Sumber: Adapted from "Measuring
Performance." Inc., October 1991. pp. 161-162.
Chapter 10 : Strategies for Effective Performance Appraisal System HR CHALLENGE : Tips for Developing a Legally Defensible Performance
Appraisal
Source Language Target Language
Based on outcomes of various court cases that centered on the performance appraisal, the following list suggests ways to create a legally defensible performance appraisal system. While reading this list, keep in mind that there is no such thing as a completely safe performance appraisal system.
1. Begin with a job analysis that
determines the necessary
characteristics for successful job performance.
2. From the job analysis results, determine performance standards.
3. These standards must be
communicated and accepted by
Berdasarkan hasil dari berbagai kasus yang tercatat di pengadilan mengenai penilaian kinerja, berikut ini alternatif cara membangun sistem penilaian kinerja yang dapat dipertahankan secara hukum. Perlu digaris bawahi bahwa tidak ada yang dapat menjamin sistem penilaian kinerja itu aman.
1. Mulailah dengan sebuah analisis
kerja yang dapat menentukan
karakteristik yang diperlukan
dalam mencapai kinerja yang
sukses.
2. Tentukan standar kinerja
the employees who will be judged by them.
4. Using the standard as a guideline, develop a rating scheme. The scheme should measure clearly defined individual components of job performance rather than global
or undefined measures. The
standards and rating scheme
should be distributed to all raters. 5. The type of scale selected is not
significant from a legal
perspective. The courts have not indicated any problems with using simple graphic rating scales or trait ratings. However, when these types of methods are used, it is helpful to avoid abstract trait names such as loyalty and to anchor the scales with brief, logically consistent tags.
6. Train the raters to use the scale correctly. Focus on how to apply
the standards when making
decisions. It is important that the
raters uniformly apply the
standards because in 6 of 10 cases in which the organization lost the court case, the plaintiffs showed the standards were not uniformly applied.
7. Include a mechanism for
appealing the rating. The appeal should be directed to upper-level management.
8. Document all appraisals. These are very useful in court cases. 9. Provide a way for poor performers
to receive corrective guidance. When the organization made an attempt to help poor performers, the court ruled more favorably toward the organization.
3. Standar kinerja harus transparan dan berkenan bagi karyawan yang nanti akan menilai kinerjanya sendiri.
4. Susunlah format penilaian dengan berkiblat pada standar tersebut,. Format itu harus dapat mengukur komponen individu dalam kinerja kerja lebih baik dari pada ukuran global atau yang tak ditentukan batasannya. Standar dan format penilaian harus diberitahukan kepada tim penilai.
5. Jenis skala yang dipilih tidak
berlandaskan pada perspektif
hukum. Pengadilan tidak
menangani masalah dengan skala tingkatan sederhana atau penilaian sifat seseorang. Namun, ketika jenis metode ini digunakan, tentu
akan sangat membantu untuk
menghindari hal-hal yang bersifat abstrak seperti kesetiaan dan untuk
menempatkan skala tersebut
dengan brief, yang secara logis tetap ditandai.
6. Mengarahkan tim penilai untuk menggunakan skala dengan benar dan fokus pada cara bagaimana menerapkan standar saat membuat
keputusan. Keseragaman tim
penilai dalam memberikan standar juga sangat penting sebab 6 dari 10 kasus yang bebas dari hukum, para penggugat menunjukkan standar yang tidak seragam dengan yang ditetapkan.
7. Menyertakan mekanisme untuk
permohonan banding. Permohonan tersebut harus dimaksudkan untuk meningkatkan tingkat manajemen. 8. Membuktikan semua penilaian. Ini
SOURCE: Adapted from Gerald Barren and Mary Kernan, “Performance Appraisal and Terminations: A Review of Court
Decisions Since Brito v.Zia with
Implications for Personnel Practices,”
Personnel Psychology 40, 1987. pp. 489-502; Wayne Cascio and H. John Bernardin, "Implications of Performance Appraisal Litigation for Personnel Decisions,”
Personnel Psychology 34, 1981, pp. 211-226; and David Rosen, "Appraisal Can
Make or Break Your Court Case,”
Personnel Journal, November 1992, pp. 1l3-118.
9. Menyediakan cara untuk para
karyawan yang berkinerja buruk
untuk mendapat petunjuk
perbaikan. Ketika perusahaan
berupaya membantu karyawan
tersebut, pengadilan harus bersikap lebih baik terhadap organisasi.
Sumber : Adapted from Gerald Barren and Mary Kernan, “Performance Appraisal and
Terminations: A Review of Court
Decisions Since Brito v.Zia with
Implications for Personnel Practices,”
Personnel Psychology 40, 1987. pp. 489-502; Wayne Cascio and H. John Bernardin, "Implications of Performance Appraisal Litigation for Personnel Decisions,”
Personnel Psychology 34, 1981, pp. 211-226; and David Rosen, "Appraisal Can
Make or Break Your Court Case,”
Personnel Journal, November 1992, pp. 1l3-118.
Chapter 11 : Strategic Compensation System HR CHALLENGE : Improshare
Source Language Target Language
Programs based on Improshare stress quality and quantity goals derived from engineering standards. The bonus formula used in these types of plans is base on productivity standards that emphasize quality and quantity in relation to total labor hours expended. Improshare plans need not include an employee involvement component, but such an element has been used successfully in conjunction with quality circles and other types of work team situation.
Carrier, a subsidiary of United
Technologies
Program yang berdasarkan sasaran
kuantitas dan kualitas improshare adalah program yang berasal dari standar suatu
keahlian. Formula tambahan yang
digunakan program jenis ini mengacu pada standar produktivitas yang menitikberatkan kualitas dan kuantitas jumlah jam kerja karyawan.
Improshare tidak mengikutsertakan kompenen keterlibatan karyawan, namun telah berhasil digunakan sebagai elemen
dalam hubungannya dengan lingkaran
kualitas dan situasi tim kerja lainnya.
introduced Improshare to its employee in 1988. In its first year, productivity increased 24 percent over its base year (1986), and rejects decreased dramatically. Savings in labor costs are split 50-50 between the company and its employees, with each employee receiving the same
percentage bonus. In 1988, 2,500
employees shared $3 million in bonus pay. Carrier claims that its success is due to employee involvement.
Plant productivity is posted daily on the bulletin board; quarterly meetings to discuss the budget, business conditions, and the economy are held with all employees in groups of 70 to 80; and employees are encouraged to talk to plant managers about their ideas.
Source: Adapted from Edward Ost, “Gain Sharing’s Potential.” Personel Administrator, July 1989, pp. 92-96.
United Technologies mulai
memperkenalkan Improshare pada
karyawannya di tahun 1988. Pada tahun
pertama digunakannya Improshare,
produktivitas perusahaan meningkat 24 persen dibanding tahun pertama perusahaan itu berdiri (1986) dan tidak lagi mengalami
penurunan yang drastis. Adanya
penghematan biaya tenaga kerja 50%-50% antara perusahaan dan karyawan, dimana setiap karyawan menerima bonus dengan persentasi yang sama. Pada tahun 1988, 2.500 karyawan menerima bonus sebesar $ 3 juta setiap orangnya. Menurut Carrier, keberhasilan perusahaannya adalah berkat adanya keterlibatan para karyawannya.
Produktivitas perusahaan selalu
dipublikasikan setiap hari di papan
pengumuman.
Selain itu, meeting per tiga bulan mengenai pembahasan anggaran, kondisi bisnis, dan ekonomi rutin diadakan dengan melibatkan seluruh karyawan yang dibagi dalam 70-80 tim. Disana karyawan diharapkan mampu mengutarakan pendapatnya pada pimpinan mereka.
Sumber : Adapted from Edward Ost, “Gain Sharing’s Potential.” Personel Administrator, July 1989, pp. 92-96.
Chapter 12 : Improving Productivity
HR Challenge : Ensuring Productivity at Mars
Source Language Target Language
One company that has been able to
implement a companywide corporate
culture that supports the organization's goals is Mars, Inc., best known for its candy bars. The best way to understand Mars' culture is to see it in action. All Mars subsidiaries worldwide look the same. There are no walls. Instead, the employees'
Salah satu perusahaan yang telah mampu menerapkan budaya korporasi perusahaan yang mendukung tujuan organisasi adalah Mars, Inc, yang terkenal karena permennya. Cara terbaik untuk memahami budaya Mars teresbut adalah dengan melihatnya dalam
bentuk tindakan. Seluruh anak
desks are placed in concentric circles. The president and his or her staff are at the center of the circle and each ring after that is made up of the subordinate staffs. This makes all senior staffers totally accessible; information flows freely.
Quality is an obsession at Mars. The company refuses to allow "incremental degradation" (using lesser quality ingredients to lower costs) to occur. To avoid this, each and every employee is responsible for quality control. Line workers can ditch an entire run of candy bars if the chocolate covering is not perfect. Salespeople can discard entire showcases of products in stores if the expiration date is approaching.
One r
